Exam 2: Managing the Organizational Environment

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To gain a competitive advantage in the global economy,firms can use five building blocks.

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Individuals who buy goods that an organization produces are known as:

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The suppliers,customers,and distributors that affect the organization's ability to obtain inputs and to sell its outputs are forces in the task or industry-specific environment.

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A shift in the age distribution of the population of Canada is an example of a demographic force.

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Groups which buy goods that another organization produces are known as suppliers.

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Regional trade agreements like NAFTA result in all except which of the following?

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With globalization,nations become increasingly similar and interdependent.

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Changes in the work patterns of women such as a larger percentage of mothers with children under the age of five are working would be an example of which type of force on the organization?

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Pressures from customers are handled by:

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Organizations which help other organizations to sell their goods to customers are known as:

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Shared value creation focuses on identifying and expanding the connections between societal and economic progress.

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Although cultures differ enormously around the world,most social structures are very similar.

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All of the following are examples of the industry-specific or task environment of the organization,except:

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The power of a distributor may get stronger if there are too many options for manufacturers and wholesalers to sell their products directly to customers.

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The prominence of global organizations is putting pressure on managers of all organizations to improve their performance.

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Most industrialized nations are experiencing the aging of their populations as a consequence of falling birth and death rates and the aging of the baby boom generation.

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The outcomes of the changes in the laws of a country are examples of the political and legal forces in the environment.

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Social structure and national culture are examples of which type of force in the general environment?

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The global financial meltdown from 2008 to 2010 was a result of too much risk-taking and not enough oversight.

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The four building blocks of a competitive advantage are increasing efficiency,offering superior quality,creating new or better products,and being responsive to customer needs.

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